1. The test comprises of 30 questions. You should complete the test within 40 minutes. 2. There is only one correct answer to each question. 3. All questions carry four marks each. 4. Each wrong answer will attract a penalty of one mark.
1. If the books ______________ last week, why haven't they been placed on the shelf?
2. Jessica Mitford wrote The American Way of Death, a best-selling book, _________ to an official investigation of the funeral industry.
3. Sabotage came from the French saboter, _____________ clatter with wooden shoes (sabots).â€
4. In studying an assignment it is wise to read it over quickly at ________ see the major points, and finally outline the material.
5. To judge the Tidy City contest, we picked an uninterested party.
Direction for question number 6 to 10 Choose the option that is grammatically correct and can be replaced for the underline part of each sentence
6. The message conveyed by the conference speakersmake me feel fortunate that I did not invest all of my money in stocks traded on the NASDAQ stock exchange.
8. The Navy used the nuclear submarine accident off the coast of Hawaii to show that everyone must be held responsible for their actions.
9. I never fail to get frustrated on the golf course: nonetheless, I always resolve to continue my involving in the game.
10. Each of the movies were great and the choice for the best one among all three was very difficult indeed
12. Thai cuisine is one of the most romantic of the Asian cuisines as it still ......... an element of mystery and exoticism.
13. Modern Asian restaurants in Jakarta have an ......... history.
14. Indonesia has an ......... range of Japanese restaurants as Japan has long been the biggest investor in the country
15. International restaurants in Singapore are ......... adept at simultaneously perfecting both eastern and western dishes on their menues
Direction for question number 16 to 22: The passage given below is followed by a set of four questions. Choose the most appropriate answer to each question.
One of the basic principles of people management for most of the 20th century was to narrow an individual's task down to a small, heavily monitored, transparently cost-effective unit to work. This was particularly the case in many areas of manufacturing, where it was felt to be a necessary route to greater competitiveness. It left the individual with little chance to show any initiative. Today, that tenet is being turned leargely on its head. Much more is expected from employees; their value to a company's well-being is increasingly acknowledged, even if not necessarily properly recognised. This transition has been accompanied by the emergence of 'human resource management', a term not universally acknowledged as representing much more than 'personnel management', but one which does signify a broader ambit than in the past. Just how much broader is discussed here, along with the widely differing attitudes of trade unions to human resource management, and the issues that management must confront. Also examined are the issues that have been preoccupying human resource managers themselves. An example is the rapid emergence of new technology, which puts pressures on workers that cannot always be easily resolved.
It is on the nature of good management practise that nothing, in isolation, provides the answer to every prayer. As John Grapper relates, British Airways, which lays claim to being the world's favourite airline, has embraced human resource management to what is generally considered to be good effect. It sees its employees as front-line troops in the competitive battle with other airline. Its overall success is acknowledged, witness its ability to produce profits while rivals notch up huge losses. Grapper traces the pressure to re-think, heavily monitored, narrowly defined work patterns as having come from Japan, where the team approach, with decisions made by consensus, is acknowledged to be a potent competitive weapon. Much of the shift is due to the fact that traditionally structured principles are incompatible with rapid technological change. This is especially so in service industries, where labour accounts for a large majority of total costs, and where employes can be at the forefront of enhancing standards of service. The mixed attitudes of unions to HRM emerge against a background of distrust. Inetivably, if responsibility is pushed further down the organisation, with established lines of authority being eroded, the unions' traditional role is called into question. This suspicion is exemplified by a national officer of the Transport and General Workers' Union, who also accuses employers of oftern having as their real motivational desire to weaken collective strength.
An academic's view is that HRM sits uncomfortably with industrial relations since, among other things, managers will endeavour to by-pass unions to achieve their ends. But not all unions are opposed to HRM, one particularly perceptive view being that it is inevitably an acknowledgement by management that workers should be more involved in decision-making. A rider to this is that it brings managers under greater pressure to deliver and opens them to accusations of merely playing lip-service to the concept if they prove unhappy about being challenged. A further view is that HRM in the United Kingdom is a pale shadow of the regimes that exist in Continental Europe, since the 'power' offered to workers is rather illusory and allows little scope for feedback from workers to upper echelons of management. This argument could well be supported by attitudes which are reported in Christopher Lorenz's article about whether or not a value can be put on human resources and if, indeed, management really wishes to do so. Lorenz points to the growing number of chief executives who are at least paying attention to concepts which enhance the status of employees. But the questions whether this has any more substance than is revealed by the perfunctory acknowledgement in so many company annual reports of how valuable employees are to the organisation. One of the inevitable outcomes fo 'empowerment' of employees is that they will make mistakes and that they should be left (or helped) to learn by them. Yet this prospect helps make some managements draw back from delegating real power of decision further down the line and thus from taking HRm to its proper conclusion.
In a world of rapid technological advance, human resources play a crucial role - but not just in ensuring that the latest piece of technology performs. They are also a barometer of which is achievable and what is not, as Michael Dixon illustrates. What is particularly clear is that employees' reactions to new technology must be read carefully if they are not to be misinterpreated. For, however impressive any technology might be, some of its technical possibilities may have to be sacrificed in order to match what employees are happy - or can be persuaded - to work with. Even in companies where HRM becomes very much the chief executive's remit, much of the responsibility for ensuring that employees' views are understood by management still falls to the human resource manager. Many managers still feel vulnerable in the organisational heirarchy, however, Simon Holberton suggests that while they know what their role sould be, many human resource managers find themselves insufficiently informed by their companies to design programmes to meet managers' demands. significantly, training is at the top of the list of their priorities. And while, the economic climate has changed considerably for the worse with budgest slashed or put on hold, training is still widely perceived to be one of the most pressing requirements if a wide swathe of companies is not to be left unprepared to take advantage of an economic upturn.
16.The author would agree with which of the following ?
17. The success of British Airways can be attributed to
18. One of the salient features of Japanese work pattern is,
20. Why do some managements do not allow seeping down of responsibility ?
21. According to Holberton, the reason why human resources managers do not perform well is because
22. A new technology cannot always be put to work in its entirely because,
Direction for question number 23 to 25 From the given alternatives choose the one that best completes the meaning of the sentence.
Until about 250 years ago, households did not take dirt as ..(23).. as they do now - it was a fact of life, and that was that. Cleaning often consisted of an annual ..(24)... called 'spring cleaning' when the furniture was moved aside, and all the linen products in the house were cleaned. Carpets and rugs were taken outside, hung on ropes and had the dust ..(25).. out of them - an exhausting and messy process.
23.
24.
Direction for question number 26 to 30: Choose the correct answer from the given 4 options
26. Choose the CORRECT QUESTION to the answer No, I won't.
27.Which is NOT CORRECT
28. Which is CORRECT?
29 Which is CORRECT?
30. Which is NOT CORRECT?
